newcastle university students’ union
Strategic PLan 2015-2018
The Plan The NUSU plan was developed over a 9 month period following analysis of internal and external research. We have drawn on numerous reports and documents concerning the student experience, lifestyle, concerns, worries and wants. Internally, we have held focus groups, online polls, surveys and face to face research and collected over 200,000 pieces of data to help inform our process. We have consulted with Trustees, SU Council, the University and other stakeholders who have all made a valuable contribution, and for that we thank you all. The plan will be a living document and detailed actions may change from year to year as we receive further feedback from our students or the external environment changes. However, the overall themes of the plan will remain the same and be extant for the next 3 years.
Still Listening Just because we have a plan, it does not mean that we will not be looking for further input and ideas from our students and stakeholders. If you want to make your voice heard you can: Talk to the Sabbatical Officers / E-mail us at student.union@ncl.ac.uk / Leave ideas in the President’s suggestion box at NUSU reception / Comment on our website at nusu.co.uk / Fill in comment cards around NUSU in each of our services.
The Plan
contents 1-2 our vision / mission 3-4 our values 5-6 Understanding our students 7-8 Providing our students with a strong voice 9-10 Developing our Students 11-12 Supporting our Students 13-14 Provide a social hub and create a sense of belonging within student and local communities 15-19 Strategic Enablers Contents
OUR VISION
To enhance the student experience in everything we do.
our MISSION
To have a positive impact on the students of Newcastle University and the communities in which they live. 1. Our Vision / Mission
To deliver our mission we have developed 5 strategic themes moving forward:
Understanding our students
Providing our students with a strong voice
Developing our Students
Supporting our Students
Provide a social hub and create a sense of belonging within student and local communities
In support of these key themes we have identified 5 strategic enablers:
Finance
people
Building & Operations
Digital & IT Systems
Communications
Our Mission 2.
Democratic
Our members are at the heart of our decision making. We represent and empower them. We are supportive responsible and accountable.
Inclusive
We will support diversity, involvement and equality. We will provide services and facilities which reflect the diverse needs of our membership.
Supportive
Fun
We make sure that our students feel as though they’re supported in the best way possible, regardless of their circumstance.
We want your time with us to be as enjoyable as possible.
Sustainable & Socially Responsible We will work on ethical and environmental best practice and encourage students to make a difference to the world and communities around them.
3. NUSU Values
Progressive
We look to the future, seeking new opportunities and partnerships. We are innovative, imaginative and creative, and happy to work in collaboration with others.
NUSU Values 4.
What our research told us…
Our priorities moving forward…
93%
felt we were positively contributing to their experience.
Understand our students and their expectations – both SU and University experience.
90%
Develop a comprehensive understanding of our engagement and participation.
would recommend us to a friend.
Be recognised as the authority of what students want from their university experience.
83%
rated the SU good or excellent overall.
Use evidence and innovative engagement to inform what we do.
Students at remote locations wanted to see more face to face interaction.
Measure of Success… 90%
of students will agree that we positively contribute to their University experience.
90%
of students will think the SU understands their needs.
90%
of students will feel there is always something on offer through NUSU that they could get involved in. Be consistently place in the top 10 SUs on the NSS for student satisfaction.
5. Understanding our students
Understanding our students
Some of our ideas to support this priority… We will develop engagement plans to reach all students. Focus on improving our engagement with PGs and our understanding of their issues. Hold outreach sessions in PG common rooms. Target INTO students with increased bespoke communications. Carry out further research into the lifestyle habits of our students. Increase staff resource to provide a more comprehensive research function. We will investigate new ways of engaging with our external campuses.
Understanding our students 6.
Our priorities moving forward…
What our research told us…
We will improve our training and support to an effective network of student academic representatives.
86%
of students knew of their Course Rep and the representation system but only 31% thought it was effective.
We will empower Reps to make positive changes at a course, school and faculty level.
87%
We will continue to represent students locally and nationally.
of students felt we campaigned effectively on their behalf.
We will maintain and improve our strong democratic base.
69%
felt they had adequate opportunity to provide feedback on their course.
83%
felt it was important to represent students in the community and at local council meetings.
Measure of Success… 85%
of students will agree that the course representation system is effective.
90%
of students will agree that we campaign effectively on their behalf.
85%
will agree that we campaign on issues that matter to them.
100 changes each year as a result of the course rep system. Increase election turnout to 30%
7. Providing our students with a strong voice
Providing our students with a strong voice
Some of our ideas to support this priority… Introduce a ‘Democracy Wall’ / Political Area which provides information on political or environmental activism in Newcastle. Investigate new structures for SU Council and new ways to ensure higher attendance. Develop PG(T) student representation. Promote and focus on change and awareness campaigns. Produce a strong student submission for the HE Review. Increase and improve our analysis of internal and external campaigns and feedback, to ensure Reps are well briefed. Ensure students are made aware of the changes made through the Rep system. Review the training provision for Course and School Reps with a view to empowering them to make positive change. Work with the City Council to ensure student issues such as safety and housing remain priorities.
Providing our students with a strong voice 8.
Our priorities moving forward…
What our research told us…
Create a more diverse range of personal development opportunities based upon what our students want, and focusing on volunteering and skills development.
81%
felt that they were more employable as a result of undertaking a volunteering opportunity with us.
Work closely with the University to ensure personal development is embedded into the curriculum and supported by academic departments.
81%
of students would like to get more involved in volunteering in the local community.
Provide dedicated support and development opportunities for our student staff as well as our student volunteers.
Most sought after volunteering opportunities were: children and young people, animals, environment and conservation, physical, mental or learning disabilities, teaching and the elderly. Students want more volunteering opportunities, either curriculum based or accredited in some way.
Measure of Success… 85%
of students will agree that undertaking opportunities with us make them more employable as a result.
80%
student satisfaction with range of activities offered.
Ensure all volunteering and experience gained is meaningful and recognised.
Developing our Students
Some of our ideas to support this priority… Introduce new improved and innovative training sessions for all volunteers. Introduce new systems to better track our volunteers and the time they give. Introduce new celebrating success events to ensure our volunteers are better recognised. Ensure integration of our new awards and the Pride Awards. Focus on providing quality opportunities, and strengthen our links to local community and charitable organisations to diversify our offer. Strengthen our internal links with academic departments.
Our volunteering opportunities will increase by 10% year on year.
Expand and improve our CDM and NCL+ delivery.
Increased numbers on NCL+ will increase 10% year on year.
Attain Investors in Volunteering accreditation.
9. Developing our Students
Developing our Students 10.
Our priorities moving forward…
What our research told us…
Improve the online and physical profile of our support services.
27%
didn’t know we had an advice centre.
Improve member access to accommodation and housing.
83%
Run effective student advice and behaviour change campaigns.
of users thought the advice centre was good or excellent.
Increase support for student-led campaigns.
13%
of students felt they had a poor experience renting in the private sector.
70%
felt advertising letting agents in the first term was a good idea. should provide a lettings service.
Ensure all students have the same opportunity to access our activities and services.
89% felt that we
Measure of Success… 80%
of students will be aware that we provide a range of welfare services.
90%
of students would use the services if the need arose.
85%
of users would rate the services as good or excellent.
90%
of students will be satisfied that they have had an equal opportunity to participate in NUSU’s activities and services.
11. Supporting our Students
Supporting our Students
Some of our ideas to support this priority… Develop new communication strategies for our advice centre, and associated services. Investigate ways in which to sensibly promote and offer better engagement with the lettings process to help to secure quality housing. Create a housing search database where students can rate their landlords and/or accommodation. Our campaigns focus will be led by what the students are telling us they need. Have a renewed focus on widening access and ensure we are being as inclusive as possible across all activities and services. Formulate and promote a community living page with advice on the city, where to shop, living on a budget, life after halls etc. Investigate further opportunities to support global cultures.
Supporting our Students 12.
What our research told us…
Our priorities moving forward…
85%
Develop a new Community Strategy.
were satisfied with their Freshers’ Week experience.
Broaden and increase our range of community volunteering projects.
The shop and bar are the service used most by students.
90%
rated our facilities as good or excellent. Male students are less engaged in our activities than female students. Sports team members didn’t know they were part of the SU, and the student body were becoming less aware of the AU.
Measure of Success… 85%
of students will agree that the SU activities have helped create a sense of belonging.
Provide a diverse range of affordable activities and events aimed at the student tastes.
Provide a social hub and create a sense of belonging within student and local communities
85%
will rate our events as Good or Excellent.
85%
will be satisfied with their FW or PG Welcome Week activity programme.
Increase the number of our student led activities and events. Develop our offer at external and overseas campuses.
Some of our ideas to support this priority… To provide a high quality infrastructure for the provision of student activities. Review Society use of our website and look to maximise online facilities. Improve PG Meeting Opportunities and introduce a PG welcome week. Investigate and improve our social enterprise loyalty schemes. Review opening hours of services to better suit the student need. Review how the Newcastle sporting and volunteering offers are presented to the students. Investigate and review new stock lines and layout of the SU shop.
Increase in individual students participating in our activities and services will increase by 10% year on year.
13. Provide a social hub and create a sense of belonging within student and local communities
Provide a social hub and create a sense of belonging within student and local communities 14.
Finance We want a financially viable organisation that can deliver its objectives.
People
Maximise our social enterprise income and surplus to reinvest in activities and service for students.
We want to be known as a great place to work by our staff, volunteers and wider stakeholders.
Be a sustainable organisation that can support and fund its core activities.
Have a staff team who work together to deliver shared goals and objectives.
Budget holders will have agreed financial objectives and work to them.
Create a positive organisational culture which promotes collaboration and cross- departmental working.
Measure of Success:
For staff to be satisfied with their roles and feel motivated, valued and rewarded.
Financial contribution per annum from our Social Enterprises will exceed ÂŁ240k A minimum ÂŁ60k surplus per year to improve our deficient reserves position for the next 3 years. Green Impact Award.
Measure of Success: Staff satisfaction to remain above 85% Iip accreditation. Staff training cost benefit analysis. Train all managers to the same level of ILM level 3 or equivalent.
15. Strategic Enablers
Strategic Enablers 16.
Building & Operations We want to ensure our facilities remain sector-leading
Digital & IT Systems Having a cross departmental, coordinated approach to our digital usage.
We will improve and expand our systems for room hire.
Continue to review and improve our IT system to get maximum use out of it.
We will continue to lobby for more space for clubs and societies, to enable us to further build social and cultural connections.
Develop the staff intranet.
We will develop a longer term maintenance programme
Improve our IT training for staff and officers. Plan for the replacement of PCs and digital screens.
Measure of Success: When asked
90% of students will find NUSU welcoming and safe.
Footfall through our building and NUSU Central will exceed 1million students per year. Increase the availability of designated NUSU space availability for clubs and societies from 6 rooms to 10
17. Strategic Enablers
Measure of Success: Bring all departmental external communications into NUSU centralised software platforms. Increase clubs and society usage of MSL to exceed 60% Ensure that 80% of all permanent staff actively use our IT systems have received training.
Strategic Enablers 18.
CommunicationS
“Overall, the Student’s Union is by far one of this university’s highlights and strongest points. Here’s to hoping that it will remain that way for years to come!” 3rd year economics student
We must ensure that we communicate clearly and consistently, and also listen to our members. We will carry out a review of all communications to ensure they are relevant and meaningful and support our priorities. Ensure that our face to face and digital communications complement one another. All members of staff will receive training on communication methods and how to best use them.
Measure of Success: 85%
of students will find our communication relevant and interesting.
85%
of students will feel sufficiently informed of our activities and services. Facebook total organic reach to exceed an average of 5k per annum. MailChimp click rate to exceed 30% open rate and 2.5% click through rate.
19. Strategic Enablers
“The NUSU is a fantastic facility. As a student it is your rock that will always be stable, no matter how many 9ams, hangovers, 3 hour lectures or 5pm finishes you have the NUSU will always be there for you.” 1st year Marine Science student
Contact us
Newcastle University Students’ Union, Kings Walk, Newcastle upon Tyne, NE1 8QB Tel: +44 (0) 191 239 3900 Email: student.union@ncl.ac.uk Web: nusu.co.uk